A decade ago, we were poised to make serious progress: Employers started showing considerable interest in both measuring and improving gender diversity. They dug into the analytics and kicked off initiatives with hopes of turning the numbers around — only to shelve a lot of those efforts during the COVID-19 pandemic, when many companies struggled to stay afloat. As those that have survived begin some kind of restart, they face an exceedingly tight labor market where employees have no shortage of career options. So now is a good time to assess where we are in the advancement of women — particularly in the most visible leadership roles in our biggest businesses, where inequities can be clearly seen.
To do so, we’ve analyzed the career histories and demographics of the executives in the 10 highest-ranking jobs in Fortune 100 companies during the past 40 years. We began the project in 2001 and looked back to 1980 as the baseline, given the evidence that the wave of organizational restructuring that followed the 1981 recession marked a turning point in career advancement generally. Since then, we have checked in on who has these top jobs every 10 years, gathering detailed biographical information about 4,000 executives.
Gender representation has certainly improved, because there was nowhere to go but up: Not one woman held any of the top 1,000 jobs in 1980. Since then, women have actually advanced more quickly than their male counterparts into executive positions. But they remain largely stuck in support functions rather than moving into key operating roles. At the oldest companies, women’s numbers are backsliding even in those functional jobs.
この記事は MIT Sloan Management Review の Fall 2022 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です ? サインイン
この記事は MIT Sloan Management Review の Fall 2022 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です? サインイン
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.
